oracle plm update slide

8/6/2019 Oracle PLM Update Slide

1/32


2/32

The following is intended to outline our general

product direction. It is intended for informationpurposes only, and may not be incorporated into anycontract. It is not a commitment to deliver anymaterial, code, or functionality, and should not be

relied upon in making purchasing decisions.The development, release, and timing of anyfeatures or functionality described for Oraclesproducts remains at the sole discretion of Oracle.

Safe Harbor Statement


3/32

Use of this Site (Site) or Materials constitutes agreement with the following terms and conditions:

1. Oracle Corporation (Oracle) is pleased to allow its business partner (Partner) to download andcopy the information, documents, and the online training courses (collectively, Materials") found on this

Site. The use of the Materials is restricted to the non-commercial, internal training of the Partnersemployees only. The Materials may not be used for training, promotion, or sales to customers or otherpartners or third parties.

2. All the Materials are trademarks of Oracle and are proprietary information of Oracle. Partner or otherthird party at no time has any right to resell, redistribute or create derivative works from the Materials.

3. Oracle disclaims any warranties or representations as to the accuracy or completeness of anyMaterials. Materials are provided "as is" without warranty of any kind, either express or implied,including without limitation warranties of merchantability, fitness for a particular purpose, and non-infringement.

4. Under no circumstances shall Oracle or the Oracle Authorized Delivery Partner be liable for any loss,damage, liability or expense incurred or suffered which is claimed to have resulted from use of this Siteof Materials. As a condition of use of the Materials, Partner agrees to indemnify Oracle from and againstany and all actions, claims, losses, damages, liabilities and expenses (including reasonable attorneys'fees) arising out of Partners use of the Materials.

5. Reference materials including but not limited to those identified in the Boot Camp manifest can not beredistributed in any format without Oracle written consent.

Oracle Training Materials Usage

Agreement


4/32

PLM Update NA Sales Training FY10Hardeep GulatiVice President, Product StrategyPLM and PIM Applications


5/32

Agenda

PLM Momentum Update

Vision and PLM Strategy Update Roadmap Update

Pricing and Comp Update

FY10 Objectives

Q&A and Feedback


6/32

Agenda

PLM Momentum Update

Vision and PLM Strategy Update Roadmap Update


FY10 Objectives

Q&A and Feedback


7/32

For Oracle employees and authorized partners only. Do not distribute to third parties. 2008 Oracle Corporation Proprietary and Confidential

Oracle Confidential Internal Use Only

Industry Summary

Industry Revenue FY08

0%0%

17%

23%

0%24%

1%

4%

0%

23%

0%

5%

AUTO

ED&RESEARCH

FINSERV

INDUST

LIFESCIENCES

PROFSERV

PUBLICSECT

UNCLASSIFIED

A&D

CPG

ENGIN&CONS

HIGHTECH

2%

48%11%

10%

2%

17%

3%6%

1%A&D

Automotive

Chemicals

CPG

EHT

Industrial

Life Sciences

Service

Other

FY07 FY08

- Defending well on the Hi-Tech segment- CPG-Discrete is the highest growing segment

- F&B, Industrial and Med Devices are growing as well


8/32



Agenda

PLM Momentum Update

Vision and PLM Strategy Update

Roadmap Update


FY10 Objectives

Q&A and Feedback


9/32



Oracles Enterprise PLM Value Proposition

New ProductNew Product

IntroductionIntroduction

ProductProduct

InnovationInnovation

Order to FulfillOrder to Fulfill

Common Information, IntegratedProcesses, Better Decisions

Link supply chain constraints to designand sourcing decisions (DFx)

Make better product decisions usingdemand forecast, resource constraints,plant/supply variations

Capture voice of customer through CRM

Delivers Increased Value

Reduced time, cost, quality leakage

More predictable innovation

Reduced supply chain disruption

Manage product compliance throughoutthe lifecycle

Reduced IT costs by leveraging existinginfrastructure


10/32

10

Oracle Enterprise PLM Solution

BUSINESS INTELLIGENCE & ENTERPRISE PERFORMANCE MGMT

SUPPLY

MANAGEMENTPurchasing

Settlement

Supplier Mgt

Contract Mgt

SUPPLY

MANAGEMENT

Purchasing

Settlement

Supplier Mgt

Contract Mgt

SUPPLY

PLANNINGSales & Operations Planning

Planning & Scheduling

Order Promising

Network & Inventory Opt.

Service Parts Planning

SUPPLY

PLANNINGSales & Operations Planning

Planning & Scheduling

Order Promising

Network & Inventory Opt.

Service Parts Planning

DEMANDMANAGEMENT

Forecasting

Promotions Mgt

Demand Collaboration

VMI

DEMAND

MANAGEMENT

Forecasting

Promotions Mgt

Demand Collaboration

VMI

PRODUCT LIFECYCLE MA NAGEMENT

New Product Introduction & Design for Supply, Cost, Manufacturing, Quality, Compliance

Product and Engineering Collaboration across the product network internal and external,

Direct Material Sourcing, Product Portfolio Mgmt

PRODUCT LIFECYCLE MA NAGEMENT

New Product Introduction & Design for Supply, Cost, Manufacturing, Quality, ComplianceProduct and Engineering Collaboration across the product network internal and external,

Direct Material Sourcing, Product Portfolio Mgmt

SOURCING

S

trategicSourcing

Sup

plierCollaboration

S

OURCING

Str

ategicSourcing

Supp

lierCollaboration

ORDERMGMT

Configuration

Pricing

O

RDERMGMT

Configuration

Pricing

MANUFACTURING

Mixed-mode

MANUFACTURING

Mixed-modeLOGISTICS & DISTRIBUTI ON

Warehouse, Transportation

LOGISTICS & DISTRIBU TIONWarehouse, Transportation

SERVICE

Planning & Execution

SERVICE

Planning & Execution

Application Integration Architecture & Product Master Data Mgmt (MDM)

Concept Design Prototype Release Service EoLProduction Sales

CADIntegration&D

esignDataMgm

t


11/32

11

Maintain differentiation and extendleadership

Maintain comprehensiveenterprise PLM design todelivery

Openness to designenvironments MCAD,ECAD & S/W

Superior ownership

experience Usability,Upgradability, Time to value

Differentiatedcomprehensive analyticsplatform to support betterdecision making

Increase pace of innovation next-generation PLM

capabilities Next generation

technology SoA,EmbeddedAnalytics, Web 2.0

Invest in high valuenew areas like

Customer NeedsManagement,CollaborativeProduct & Processdesigns, OpenInnovation

Create best-in-class, integrated,Enterprise PLM

Flexible open standard basedintegrations based on Oracle AIA

Integrations to enterpriseapplications to enable compositeenterprise PLM processes suchas integration to CRM for Salesconfigurations and service

requests, Demand driven productplanning

Pre-built integration to Oracleand SAP applications

Oracle Enterprise PLM StrategyEnterprise PLM Leadership Strategy

11


12/32

12

Med-Device PharmaIndustrial RetailHardlines

RetailGrocery

RetailSoftline

CPGHi-Tech F&B

Oracle Enterprise PLM Industry StrategyConcept Design Prototype Release Service EoLProduction Sales

Product Hub Data Governance, Data Mapping & Integrations

Product Collaboration Item, BOM and Change Mgmt Specification Mgmt

Engineering Collaboration/CAD

Product Compliance

Product Cost Mgmt

Product Portfolio Mgmt

Formula & Recipe Mgmt

Nutritional Labeling

Supplier Collaboration

Product Quality Mgmt

New Prod Dev

Formula Mgmt

DrugClinical

Mfg

Story Boarding

Private Label Sourcing

Customer Needs Mgmt

Industry Strategy

ModuleExpa

nsion

Fabric &TrimMgmt

Packaging & Label mgmt

LegendRed = Oracle

Blue = RoadmapGray = Partner & Future

Variant Mgmt


13/32

13

Agenda

PLM Momentum Update


Roadmap Update


FY10 Objectives

Q&A and Feedback


14/32

14

Agile 9.3: The Enterprise PLM Solution

Product Design Volatility

Part Risk Analysis

Product Quality Risk Analysis

Supplier Risk Analysis

Enterprise Product RiskManagement

SOA Enterprise PLM Platform

Integrated Product Master Data Management

Oracle Application Integration Archiecture (AIA)

Enterprise PLM Backbone

WEB 2.0 User Experience

User Personalization

User Training Management Casual User PLM Experience

Design Data Management & Integration

Enterprise Productivity


15/32



Variant Management PIP (CY2009)

New product and model optionBOM in Agile and define rules inOracle Configurator

Create new item, specifications andmodel-option BOM in Agile

Synchronize item, specifications(attributes) and model-option BOMfrom Agile in Oracle Configurator(and optionally in PIM for MDMcontrol on attributes)

Define and Publish rules inConfigurator to Order Management

Design analysis on differentconfigurations in Agile

Composite UI to enable viewing

product definition and rule definition Synchronize any changes from Agile

to Configurator

Sales Configuration management across manufacturing, service and financial

items


16/32



Rank Summary decision Assign to an Agile Product or

Project Collaborate with customer/internal

Read inputs Organize Group

Collaborate: internal and external Map to concept/product design Get feasibility/cost for the concept

design or idea

Idea Authoring Communities collaboration ETO Quote requirements

Product Manager can data minefrom multiple systems CRM search enhancements or quoterequirements, PLM searchquality issues

Collect Analyze Act

Customer Needs Management /ETO

Collaboration using web 2.0 tools with customers and suppliers on requirements,idea, design, quote, validation and launch of project


17/32



MFG.

Procurement Engineering

SalesEngineering

Sales CRM

PM

Customer Needs Management Integrated

RFP

Transm.

G-89

CentralControl

Energystorage

Housing

Shifter

Battery

Flywheel

Option1

Opt.2

CNM -Requirements

POCRM

AgileSu

pplie

rQuotin

g

AgileProduct

Collaboration

CRMFinance

OracleManufacturing

OracleOrderEntry

Program/Project

Managem

ent

Oracle

Logistics

/mainten

ance

CNM Concept/Proposal

Agile Product Cost Mgmt.


18/32



6/22/200918

Late Development

MES

SCM

Commercial

Life Sciences Product Mgmt (PLM) SolutionRoadmap (By FY10)

Research

Clinical Trial

Early Development

Regulatory Submissions

Packaging andLabel Mgmt

LIMS

DiscoveryTools

Lab NoteBook

Product Management (PLM Solution)

Quality Assurance /CAPA

Formulation &Recipe

Development

New Product Development (NPD)

Packaging &

Label Mgmt

ProcessDevelopment

and BatchMgmt

Doc Mgmt

ERPDesign

Experiments

Material mgmt

Experiment tracking

Results tracking

eDR ElectronicDev. Record

Tracking blend,formula and recipes

Specification details

BOM and Bill ofSubstance

Equipment ModelProcess instructions

eBR Electronic Batchrecord

Product specification

for packaging and

labels including global

variations Regulatorycontrol

Oracle Roadmap


19/32



Product Innovation ManagementIntegrated Oracle Solution Set to tie Strategy to Execution

Project Decisions

Innovation StrategyInnovation Strategy

Project Portfolio ManagementProject Portfolio Management

New Product IntroductionNew Product Introduction

New Product IntroductionNew Product Introduction

InnovationKPIs

Innovation KPIPerformance

Project Metrics

InnovationStrategies

Product RecordProduct Record

Product andSupplier Data

Project Activities

Product Portfolio PlanningProduct Portfolio Planningand Optimizationand Optimization

InnovationRecommendations

Projectand

ProductData

ProjectDecisions

Sales and Operations PlanningProduct Performance

MonitoringProduct Profitability

Management

Corporate Strategy

Integration to downstream processes(ERP, MDM, Manufacturing, Channel/

Market Readiness,etc.)

Project Activities

Product andSupplier Data

Financial KPIs

Financial KPIPerformance

Product Planning Data

Product Performance Data Product Profitability Data

Financial KPIs

Financial KPI Performance

Integration points toProduct Innovation

Management solution

Leverage Agile,

Primavera, Hyperion

and Demantra


20/32



Agenda

PLM Momentum Update


Roadmap Update


FY10 Objectives

Q&A and Feedback


21/32



Changes to Price List, Comp and Royalty

Changes

AutoVue Pricing and Comp Changes

AutoVue 2D is unbundled from Agile Product Collaboration

(PC price drops by 450)

Both (unbundled and existing) AutoVue for Agile products willnow be comped to AutoVue GBU and Agile overlay team

PIM Comp Changes

Agile PLM overlay sales get comped on PIM deals sold withor into PLM accounts

Valid for all PIM products

CAD partners We are adding Geometric as a CAD partner along with

current xPLM and Preception.


22/32

Product Related Requirements

Multi Channel CommerceNew Product Definition and Introduction


eCommerceeCommerce

ERP/FINERP/FIN MfgMfg

CRMCRM

ServiceService

CustomerCustomerMarketing andSales

Marketing andSales

OperationOperationEngineerEngineerCustomer

Product MgtCustomer

Product Mgt

Enterprise PLM Processes

Buy-sidecomponent

master

Product masterinformation

across channels

Integration and Mapping to differentinternal systems

Product Master Data management

Processes

CRMCRM

Order MgmtOrder Mgmt

Data PoolData Pool

SourcingSourcing

SuppliersSuppliers

PORTFOLIOResource, Program & Portfolio Management

MARGINCost & Risk Lifecycle Management

INNOVATECustomer Need to Release

LAUNCH to PRODUCTIONCommitment to Fulfillment

SUSTAINCustomer Shipment to Obsolescence

QUALITY & COMPLIANCEIssues, Corrective Actions, Customer Input, Regulatory, Environmental & Standards Management


23/32

Oracle Solutions

eCommerceeCommerce

ERP/FINERP/FIN MfgMfg

CRMCRM

ServiceService

Multi Channel CommerceNew Product Definition and Introduction


CustomerCustomerMarketing andSales

Marketing andSalesOperationOperationEngineerEngineerCustomerProduct Mgt

CustomerProduct Mgt

Agile Enterprise Product Lifecycle Management

Customer NeedsManagement

Product Cost &Compliance Mgmt

EngineeringCollaboration

Product Project and Portfolio Management

ProductObsolescence

Product Quality &Service Mgmt

Product Collaboration Item, BOM, Document and Change Management

Oracle Product Hub

Buy-side

PIM (Component

master)

Sell-side

(Sales Configurations and

product info acrosschannels)

Master Product

Informationacross systems(BOM master)

Integration and Mapping to differentsystems

Master Data control and governance

DFX

CRMCRM

Order MgmtOrder Mgmt

Data PoolData Pool

SourcingSourcing

SuppliersSuppliers

Oracle Enterprise Product Record


24/32

Enterprise BOMEnterprise BOM

Sell-side and In-side PIM Process FlowNew Product Development To Market Readiness

SalesConfigurations

for eachchannel Orgs

New ProductDevelopment

Approvefor Release

Market & Sales

Ready

ProductManager

Validate &Approve

Designer

Operations

Sales

Cross FunctionalCollaboration

ERPERP MfgMfg SCMSCM

Consolidate Pricing,Region, Channel Info

Trading Partner (i.e.OneSync) Information

Mapping for downstreamsystems

Publish tochannels and

data pools

Real-Time Updates and Dynamic Drill Down

Release

Product

Record

Oracle PIMOracle PIM

Agile PLMAgile PLM

LegendLegend

ReleaseMarketing/Sales

Record

Product Configuration

Product Portfolio

management

Change Control &

Workflow

ProductCompliance

Changes throughout the lifecycle

Marketing

Form Master

Product Record

Synchronize

PLM, PIM, &

Other Apps

AIA AIA

AIA

MfgMfgMfgMfg

ERPERPERPERP

SCMSCMSCMSCM


25/32

Analyst Validation - Gartner

Supply Chain Mgmt.Process A

BusinessApplications

Business

Services

Enterprise Semanticsand Data ServicesEnterprise Semanticsand Data Services

EnterpriseTransaction Data

Master Data Management (MDM)

SOA 1SOA 1Vendor 1Vendor 1

SOA 2SOA 2Vendor 1Vendor 1

SOA 3Vendor 2

SCM ERP CRM Other

Product Lifecycle Mgmt.Process B

SOA 4Vendor X

SynchronizingBOMs

Ad Hoc Validated

Design Databases

Other Product Content Databases

Supplier Customer Marketing

CAD System CAE app Spread-

sheetsData Sharing

Gartner SoA Recommendation


26/32

Why we cant just sell one

Why is Agile not PIM

Agile doesnt have source system mgmt and import workbench to manage productinformation across different spoke systems

Buy-side - Agile doesnt have different catalog hierarchies to manage component

supplier catalogs and import and manage data quality of components In-side Agile doesnt have multiple BOM or Site/Org model to manage product

information and configuration across different internal systems

Sell-side Agile doesnt variant configurations across different channels/orgs and alsoattribution/desc/docs by channel/org. Also integration to data pools and CRM

Why is PIM not PLM

Product Collaboration thought PIM does have the data model for Item/BOM andchange mgmt it doesnt have a usable engineering change management andengineering document mgmt

Engineering Collabortion PIM doesnt have CAD integrations and design assemblymanagement

PCM, PGC and PQM PIM doesnt have any coverage for cost analysis, built incompliance module and quality processes

PPM PIM doesnt have any R&D project mgmt functionality


27/32

PLM-PIM Industry DriversProcesses vary by industry

Industry PLM Drivers PIM Drivers

Manufacturing -Collaboration and product data mgmt

-Engineering systems integration

-Product Cost, Quality andCompliance mgmt

-Project and Portfolio mgmt

-Customer needs mgmt

-Sell-side manage salesconfigurations variants acrosschannels, Global data sync

-In-side MDM across multiplePLM, mfg and ERP systems

-Buy-side Central Componentsupplier mgmt across divisions

Retail-Private label design and Slow builditem

-Sourcing and collaboration

-Supplier new item induction-Assortments across channels

Telco -Concept configuration mgmt

-Lifecycle project tracking

-Change management

-Service bundles

-Integration and mapping to OSS

and BSS systemsE&C -Design information mgmt and

collaboration

-Project manufacturing and sourcing

-Common information hub acrossdifferent types of systems


28/32

Agenda

PLM Momentum Update


Roadmap Update


FY10 Objectives

Q&A and Feedback


29/32

PresentedbyAppsProductMarketing 29

FY10PLMObjectives

ForInternalOnly OracleConfidential&Proprietary

Tweak the PLM messages for challenges in todays economy- productcosts and risks

Industry expansion and defend current market Continue market domination in High Tech, Consumer Goods and Medical Device

through current level of marketing

Strong push into Oracle install base in broader industries specifically Industrial Campaigns to support growth in emerging markets F&B and Life Sciences

Consider investment & global leverage in opportunistic verticals Media, Telco,Financial

Support launches, including install base up-sell/cross-sell, for new PLM

products & releases: Agile PLM 9.3 (inc. Customer Needs Management) & Agile PLM for Process 6.0 New Agile AIA Integrations (EBS, SAP, JDE, Siebel, Demantra, PIM)

New PLM Analytics Offerings (particularly Change Analytics to Agile PLM install base)

Increase focused on global sales campaigns across NA, APAC and

EMEA for global companies PIM market coordinated with broader PLM marketing running

campaigns in Agile and Oracle install base


30/32

Agile Competitive Positioning - Gartner

Gartner latest MQ 2007 places us higherthan SAP. CAD vendors are placed

higher on execution because of theirCAD revenue and install base

Gartner validated our strengths in Hi-Tech, Consumer Goods, F&B, Med

Devices and Industrial


31/32

Oracle Agile PLM AMR

Source: December 2007 AMR Report PLM Landscape Evolving to Enable Value Chain Excellence

HighLow

Vendor Focus

Aras

Arena Systems

Infor

Dassault

PTC

Engenuity

Oracle / Agile

Selerant

Siemens (UGS)

Process/Discrete

Process

Process/Discrete

Process/Discrete

Process

SAP

Vendor

Autodesk

Formulation

Formulation

Formulation

Formulation

Formulation

CAD orFormulation

CustomerNeeds

Management

Product DataManagement

ProductPortfolio

Management

DirectMaterialSourcing

Collaborative Product

Design

AMR latest 2007 Vendor landscaperanked us most strong in broader

Enterprise PLM coverage


32/32

oracle plm update slide

Documents